Discuss the impact of four forces in your company.
Assignment Part 2: Group Submission.
This is a group project (3-4 students), the Group need to choose a company from the list below and make a study about the company for their virtual business processes. Answer for the below questions with their related practices.
Maximum Grades: 16
Submission Due Date: 28/10/2023
9.http://www.jarir.com
Guidelines for the assignment:
üThis is a group project (3-4 students), which is part of your course score. It requires effort, research, and critical thinking.
üNumber of words for each answer should be 175 to 200 Words.
üUse font Times New Roman, 12 font sizes. Use 1.5 line spacing with adjust to all paragraphs (alignment).
üThe answers can be combination of paragraphs and points with subheadings.
üThe Answers of this Assignment can include Charts, Tables, images and relevant Snap shots. Etc.
üUse the same Question word document format for submission with answers filled.
üEnsure that you follow the APA style in your project and references.
üYou must check the spelling and grammar mistakes before submitting the assignment.
üUp to 20% of the total grade will be deducted for providing a poor structure of assignment (Structure includes these elements paper style, free of spelling and grammar mistakes, referencing and word count).
üAssignment must be in Word format only NO PDF
üYour file should be saved as Word doc [Example]: [Your Website Name] [CRN] ECOM 425 – Assignment Part 2.doc
Questions
1.Discuss the impact of four forces in your company. (4 marks)
Four Forces: customer behavior, technological change, business models and social impact.
(Week-2-Book-1 -Chapter-2)
2.Narrate the importance and application of Swarm intelligence in your business.
(4 marks)
(Week -5 ,BOOK-1-Chapter6 -Strategy)
3.As per your business study, describe the digital operation model in detail (4 marks)
4.Discuss about the challenges of ‘Customer journey transformation’. (4 marks)
(Week -5 ,BOOK-1-Chapter6 -Strategy)
Requirements: Question
College of Administrative and Financial Sciences
E-commerce Department
Assignment : Part 2
Assignment Part 2: Group Submission.
This is a group project (3-4 students), the Group need to choose a company from the list below and make a study about the company for their virtual business processes. Answer for the below questions with their related practices.
Maximum Grades: 16
Submission Due Date: 28/10/2023
https://alrajhibank.com.sa
https://eddy.com.sa
https://en-sa.namshi.com
https://www.almarai.com
http://www.salam.sa
https://www.saudia.com
https://www.mobily.com.sa
http://www.jarir.com
https://www.sabic.com
Guidelines for the assignment:
This is a group project (3-4 students), which is part of your course score. It requires effort, research, and critical thinking.
Number of words for each answer should be 175 to 200 Words.
Use font Times New Roman, 12 font sizes. Use 1.5 line spacing with adjust to all paragraphs (alignment).
The answers can be combination of paragraphs and points with subheadings.
The Answers of this Assignment can include Charts, Tables, images and relevant Snap shots. Etc.
Use the same Question word document format for submission with answers filled.
Ensure that you follow the APA style in your project and references.
You must check the spelling and grammar mistakes before submitting the assignment.
Up to 20% of the total grade will be deducted for providing a poor structure of assignment (Structure includes these elements paper style, free of spelling and grammar mistakes, referencing and word count).
Assignment must be in Word format only NO PDF
Your file should be saved as Word doc [Example]: [Your Website Name] [CRN] ECOM 425 – Assignment Part 2.doc
Questions
Discuss the impact of four forces in your company. (4 marks)
Four Forces: customer behavior, technological change, business models and social impact.
(Week-2-Book-1 -Chapter-2)
Narrate the importance and application of Swarm intelligence in your business.
(4 marks)
(Week -5 ,BOOK-1-Chapter6 -Strategy)
As per your business study, describe the digital operation model in detail (4 marks)
Discuss about the challenges of ‘Customer journey transformation’. (4 marks)
(Week -5 ,BOOK-1-Chapter6 -Strategy)
ةعماجلاةيدوعسلاةينورتكللااةعماجلاةيدوعسلاةينورتكللاا26/12/2021CHAPTER 1: The Death of Business as UsualCHAPTER 2: The Four Forces of Connected ChangeECOM425 –Department of E-Commerce|ةيلاملاو ةيرادالا مولعلا ةيلكWeek -2-Part -1 -The current Business and Change requirements.
Learning Objectives -The Death of Business as Usual•To create an organization that can continually change at a pace that matches the changes around it.•To build the capability to identify and realize value for your customers and business through digital.•Focus on your organization’s ability (and willingness) to learn, unlearn, and relearn. •Understand the capabilities that will define you as a company in the future.
ECOM425-NIGEL VAZ (2021). Digital Business Transformation: How Established Companies Sustain Competitive Advantage from Now to Next John, Wiley & Sons IncBusinesschangeThecurrentbusinessfacedownchallengesandrespondtochange.Thechangehumanbehavior,emergingtechnology,andtheavailabilityoffundsandinvestmenttocreateentirelydifferentbusinessmodelsThe stories of Blockbuster, Kodak, Nokia, and a host of other legacy businesses are the examples of unsuccessful at riding the wave of business changes.Nokia didn’t “fail” in the mobile phonemarket. Having started life as a paper mill in 1865, it made successful leaps through electricity, rubber, cable, and communications to later own more than 50% of global market share of smartphones. When it needed to leap again, Nokia stalled and stumbled. It wasn’t able tobuild a platform business or to surround itself with an expansive ecosystem of apps, content, information, and entertainment. Its digital moat had dried up and it was unable to resist the incursions of new competitors.
ECOM425-NIGEL VAZ (2021). Digital Business Transformation: How Established Companies Sustain Competitive Advantage from Now to Next John, Wiley & Sons Inc4OpeningCase:Nokiadidn’t“fail”inthemobilephonemarket.Havingstartedlifeasapapermillin1865,itmadesuccessfulleapsthroughelectricity,rubber,cable,andcommunicationstolaterownmorethan50%ofglobalmarketshareofsmartphones.Whenitneededtoleapagain,Nokiastalledandstumbled.Itwasn’tabletobuildaplatformbusinessortosurrounditselfwithanexpansiveecosystemofapps,content,information,andentertainment.Itsdigitalmoathaddriedupanditwasunabletoresisttheincursionsofnewcompetitors.
ECOM425-NIGEL VAZ (2021). Digital Business Transformation: How Established Companies Sustain Competitive Advantage from Now to Next John, Wiley & Sons IncLand‐based transportation -Industrial RevolutionTwo inventions❑ThefirstisThomasNewcomen’s“atmosphericsteamengine”of1711,enabledtheprofitableextractionofcoalfromfloodedminesandpoweredeverythingincludingthetransportationofpeople.❑ThesecondisCarlBenz’sMotorwagen,which,in1885,becamethefirstcartorealisticallybepoweredbytheinternalcombustionengine.Teslawasfoundedin2003,andUberin2009.Theserepresentthemostsignificantrecentdisruptionstoourunderstandingofland‐basedtransportation.Tesla and Uber Tesla were not the first in their fields but became dominant players: despite the existence of other electric cars, Tesla’s made popular impact while Uber’s significance was to deliver ride‐sharing on a global scale.
ECOM425-NIGEL VAZ (2021). Digital Business Transformation: How Established Companies Sustain Competitive Advantage from Now to Next John, Wiley & Sons Inc6Business Transformation•Thesignificantfourforcesdrivingthedisruptivechangesinthecurrentdigitalevolutionarerapidchangeinconsumerbehavior,technology,businessmodels,andagrowingawarenessoftheimpactthatbusinessandtechnologyhasonsocietiesandourenvironment.•RayKurzweil’s“LawofAcceleratingReturns”,citedthatthetechnologicalevolutionisexponentialandnotlinear.•Digital business transformation is an ongoing commitment to adapt in line with changing customer needs and shifting industry landscapes.•ThesourcesofcompetitiveadvantageidentifiedbyWarrenBuffettasthebasisforcompaniesas“economicmoat”.Successfulbusinessesarevalue‐centricandcreatedvaluewithsomecombinationoftheircoreproductsandservices,brand,economiesofscale,andefficiencies.•Softwaredevelopmentandmanagementiscontinuousandeverevolving,addingnewfunctionalityandchangesasareactiontocustomer,business,andmarketdemands.Warren Buffett –Business philanthropist According to Warren Buffett, economic moat refers to a business’s ability to maintain competitive advantage over its competitors to keep up its long-term profits.
ECOM425-NIGEL VAZ (2021). Digital Business Transformation: How Established Companies Sustain Competitive Advantage from Now to Next John, Wiley & Sons Inc7Digital Assets and Liabilities•In digital organization, the SPEED capabilities are:Strategy, Product, Experience, Engineering, and Data.•Digital becomes an asset than an enabler to realize the value.Digital Business Transformation: Why It’s More Than Just Technology•Businesses acquiring technological capabilities alone not be sufficient to face the digital challenges.•The competitive advantage of digital companies include integrated set of capabilities, what they able to create with those capabilities and the cultural principles.•Digitallycompanieschallengeestablishedbrandsinplatformbusinessmodels,networkeffects,convenience,agility,andcustomerexperience.
ECOM425-NIGEL VAZ (2021). Digital Business Transformation: How Established Companies Sustain Competitive Advantage from Now to Next John, Wiley & Sons Inc8For Avatar movie ,James Cameron partnered with Microsoft to create Gaia, a cloud‐based platform that processed and gave the movie’s distributed team access to the massive amounts of data being generated for the film. Gaia became so critical to the movie, producer Jon Landau said, “Without Gaia, we would not have been able to do the production. Gaia was the backbone that everything else ran on top of.”Digitally companies consistently challenge established brands in platform business models, network effects, convenience, agility, and customer experience. These are the outcomes of their “digital moat” –the competitive advantage created through their digital capability.Example for Digital native companies -Walt Disney Company’s launch of Disney+. Bob Iger, Disney’s CEO, had spoken about the importance and challenge of maintaining “relevance” and being open to disrupting yourself.Disney+ will need to nurture and support an operating model that will continuously evolve and create value over time.
Learning Objectives -The Four Forces of Connected Change•How to identify and incorporate shifting customer expectations?•Is strategy for technology gives an understanding of customer needs and behaviors?•How are the physical assets, communities, and experiences utilized to counter incursions by digital, platform‐based competitors?•Can we articulate our purpose in the world?
ECOM425-NIGEL VAZ (2021). Digital Business Transformation: How Established Companies Sustain Competitive Advantage from Now to Next John, Wiley & Sons Inc10The Four ForcesThefourforcesofconnectedchangethatmovementinonecanaffectanyoralltheothers.Eachoftheseforcesisundergoingradicalchangeinthemselvesandascombinedfundamentallychangingthecommerciallandscape.•Customer behaviors,•Technological change,•Business models, and•Societal impact.Customer BehaviorsIn Digital Age -“The customer is always right” , this is due to a general shift in power dynamics between companies and their customers.
ECOM425-NIGEL VAZ (2021). Digital Business Transformation: How Established Companies Sustain Competitive Advantage from Now to Next John, Wiley & Sons Inc11The Shifting Power Balance to Consumers•Convenience, personalization, and experience are key measures of customer value•The balance of power has moved from companies to customersCustomers, using digital sources to make their purchasing decision, expect things to be connected, secure, and easy to use; for brand experiences to be “frictionless” and to work, flow, and center on their daily lives; that products and services will make their lives simpler and more rewarding; and for technology to work in a seamless way.Ecosystem Evolution•In the digital age, one of the biggest shifts is ecosystem evolution. The best experiences that consumers have define the experiences they have across other sectors.•The customers can communicate and influence each other to make or break the reputation of businesses.•Thedigitaltoolsincustomerhandallowtheminstantaccesstoinformationinatransparentanddemocratizedmarketplacethataidstheirownpurchasingdecisionandallowsthemtoinfluencethepurchasingdecisionsofothers.
ECOM425-NIGEL VAZ (2021). Digital Business Transformation: How Established Companies Sustain Competitive Advantage from Now to Next John, Wiley & Sons Inc12Technological ChangeTechnologyistheenablerthatallowsbusinessestoidentifyandunlockcustomervalueandtoconnectwiththem.Technologychangescreateimpacts:Howwecreateefficiencieswithinourbusinessesandindustries,howwebringproductsandservicestomarketatspeed,andhowwegatherinformationandunderstandingofourcustomers.TechnologyandtheCustomerExperienceTheaccelerationincomputingpower,inparallelwitharapidlyandradicallyimprovinginterface,furtheradvancedthefunctionalityandusabilityofthesetechnologies.Theculturalandtechnologicalgroundworksofestablishedcompaniesareoftenthebiggestdeterminantsofwhethertheyarereactiveinsteadofproactivewithregardstotechnologicalchange,andineffecttochangestothecustomerexperienceandexpectations.The progression of mobility –both in terms of the devices and the ability to connect anywhere –has freed us to choose how and where we work, access information, and form relationships and communicate with others.
ECOM425-NIGEL VAZ (2021). Digital Business Transformation: How Established Companies Sustain Competitive Advantage from Now to Next John, Wiley & Sons Inc13The Role of Data•One of the biggest technology challenges and opportunities for companies is around data.•The creation of middleware technology platforms that connect data in a more meaningful way in the context of a customer journey.•Cloud computing provide computing power and storage.•The digital technologies have an improved and connected understanding of customer needs and behaviors, and the ability to serve those customers with relevant products and services.Today, the organizations recognize the need to understand that customer in a more rounded sense. They benefit in their ability to retain that customer in the longer term, to upsell or cross‐sell more effectively.Cloud‐based systems to evolve to mean a great deal more to businesses today. Cheap storage easier to store information centrally; computation power behind the storage; and the ability to access the information and to be connected from wherever you were.Reduced management emphasis allows more time to focus on what your core competence is about. It will benefit to newer, agile digital competitors and their ability to enter your market.
ECOM425-NIGEL VAZ (2021). Digital Business Transformation: How Established Companies Sustain Competitive Advantage from Now to Next John, Wiley & Sons Inc14•Need to decide what and how to transform and, in the process of that transformation, to determine which technologies to invest to differentiate from competitors.•The platform business model –and the technology giants predicated on this model –is one of the greatest business phenomena of the digital age.•The platform business model in which technology allows the platform to scale quickly and provides for the network effect.•Need to understand the limitations to take up business‐critical technologies and to overcome those limitations.Business ModelsAs technology evolves exponentially, the gap between organizational change and technological change becomes wider. New competitor enters your market along the curve of technological change. The technology and the opportunity gives themtheir disruptive business model.Platform business models and the network effect matter because they disrupt industries and, for established businesses, what they do can be difficult to replicate.
ECOM425-NIGEL VAZ (2021). Digital Business Transformation: How Established Companies Sustain Competitive Advantage from Now to Next John, Wiley & Sons Inc15Societal Change•Today, there is no hold to a single company, there are wider set of choices and influence the perception of a company to millions of other people. •The customer, their relationship to the business, and their expectations are different.The Role of Purpose•The ability to adapt and transform to the rapid digital change, in order to remain relevant and protected from competitive risk, is crucial.•The three measures –financial, social, and environmental –are the legs of triple bottom line (TBL) accounting used by the leading businesses.•Purpose about why they need to change. “Why are we doing this?” “Is this essential?”.•Digital business transformation isn’t a destination, it’s a journey.
ECOM425-NIGEL VAZ (2021). Digital Business Transformation: How Established Companies Sustain Competitive Advantage from Now to Next John, Wiley & Sons Inc16Today, we live and work in an age of transformative change, shaped by technologies that are rapidly and fundamentally altering the way we experience, interact with, and make an impact on the world.Example :Lego defines its vision as “A global force for establishing and innovating learning‐through‐play.” Lego’s mission, separate from its vision, is equally powerful: “Inspire and develop the builders of tomorrow” and is supported by four promises around people, play, partners, and planet.John Elkington, the writer who coined the term “triple bottom line” back in 1994, is today working with a new 3Rs framework. Responsibility, Resilience, and Regeneration are the considerations for a digital era, where self‐disruption and innovation by businesses and across value chains become an essential part of the new system.
ECOM425-NIGEL VAZ (2021). Digital Business Transformation: How Established Companies Sustain Competitive Advantage from Now to Next John, Wiley & Sons Inc17“Be, Say, Do”The action oriented digital world draw connections about, what a company exists to do, what it says, and the actions it takes.The organizational transformation need to connect to their purposeBeyond the company andthe customer ,a modern business is more accountable for the partnership or supply chain network.Dimension of society and responsibility to people who are outside a company’s customer‐partner‐shareholder ecosystem entirely.
ةعماجلاةيدوعسلاةينورتكللااةعماجلاةيدوعسلاةينورتكللاا26/12/2021Chapter3:WhatIsSlowingDownEstablishedBusinesses?:Blocks,Brakes,andBehaviorsChapter4:CharacteristicsofaDigitalBusinessECOM425 –Department of E-Commerce|لاملاو ةيرادالا مولعلا ةيلكةيWeek-2 –Part-2-Need for Digital business Transformation
Learning Objectives -What Is Slowing Your Business Down?ECOM425 –Department of E-Commerce•To know how the top‐down decision making directly conflicts with their ability to evolve at pace with the changes around them.•To understand about the organizational silos and emphasis on distinct areas of expertise versus the collaboration across them.•To know the importance of Legacy system replacement.•To know the importance of investments for Digital transformation•To implement the transformative change beyond the thinking of value and culture.•To understand the need of new ideas adoption.
ECOM425-NIGEL VAZ (2021). Digital Business Transformation: How Established Companies Sustain Competitive Advantage from Now to Next John, Wiley & Sons IncIntroduction:Organizations(tobecomefaster,moreagileandtobeinadigitalworld)needtoidentifytheblocks,brakes,andbehaviorsthatperpetuate,andthereasonswhywedothat.Establishedcompanieshavegrownupwiththedecisionmakingdonebythetopoftheorganizationalpyramid.Inthesoftwareworld,decisionmakingisarealchallengebecausethescaleofdecisionmaking,therateofdecisionmaking,andthetest‐and‐learnideasareofanentirelydifferentorderfromadigitalperspective.Asperthebook,thethingsthatareholdingtheorganizationbackare:Top‐downdecisionmaking,Organizationalsilos,Legacytechnology,Short‐termism,Talentshortages,Valuesandculture,“Notinventedhere”
ECOM425-NIGEL VAZ (2021). Digital Business Transformation: How Established Companies Sustain Competitive Advantage from Now to Next John, Wiley & Sons IncTop‐down Decision Making•Thetraditionalapproachofbeinglinear,deliberative,andconstructingahierarchyofdecisionmakingtoenablescaleisamongthemostseminaloftheblockstochange.•Today,theprocessforcreatingvaluethroughdigitalisiterativeacrossmultiplecapabilitiesandcreatingtheabilitytorapidlytestandlearnisessential.•Theneedtodayistomakedata‐drivendecisions,constantly.
ECOM425-NIGEL VAZ (2021). Digital Business Transformation: How Established Companies Sustain Competitive Advantage from Now to Next John, Wiley & Sons IncCaseStudy:OrganizationalSilos:TheChiefDigitalOfficer(CDO)ataleadingbankmadeacommentthathasalwaysstayedwithme,“ThegreatestimpactIcanhaveinthisorganizationishelpingthemrealizethatiftheindividualcapabilitieswithinourbusinessunitsdon’tworktogether,we’llneverbeabletoscaletodosomethingtransformationalandwillonlyeverbeabletomakeincrementalchange.”Itwasaprofoundinsight,andshowedanincredibleclarityofpurpose.
ECOM425-NIGEL VAZ (2021). Digital Business Transformation: How Established Companies Sustain Competitive Advantage from Now to Next John, Wiley & Sons IncOrganizationalSilos•People’sdrivers,theiragendas,andtheirabilitytoprocessinformationareallafactorinhowsuccessfulanorganizationwillbeattransforming.•Howquicklyasinglepersoncanprocessinformationisoneofthegreatlimitationsofdecisionmakingtoday.Decision‐makingtoolssimplifyandpresenttheinformationtomakethedecisioneasier.Complexenvironmentsofhighchangethathavecertainbehaviors.•Thefirstispsychologicalsafety,whereyouretreattowhatyouknowisgoingtocreatesafetyforyouandyourorganization.•Thesecondistodecideabouttheprimaryfocusistoprotecttheinterestsofyourteamoryourself.Organizational silos and divisional interests operating against the best interests of the companies we work for or with. They are prevalent and certainly are not unique to your experience or business.
ECOM425-NIGEL VAZ (2021). Digital Business Transformation: How Established Companies Sustain Competitive Advantage from Now to Next John, Wiley & Sons IncLegacyTechnology•“Legacy,”inthecontextoftechnology,“outofdate.”•Reasonforlegacysystemsnonreplacement:Theyarebig,complex,andthecostaswellastheriskofreplacingthemleadstoacrucialinvestmentdecisionbeingdeferred.•Theriskandcostapproachisa“houseofcards”approachtotechnology.•Technologiesevolveindifferentplacesandatdifferentrateswithinabusinessisthatbudgetaryresponsibilityforthetechnologyisalsosiloed.
Short‐termism•Thefocusofestablishedcompanies,bothprivateandpublic,isonthisquarterlyearningscycle.•Anestablishedbusinessislikelytotakeapresent‐stateapproachtoinvestmentandnottoinvestthatwillnothaveasignificantimpactonrevenueandprofitability.•Thepresentcostofinvesting,ignoringthefuture,stored‐upcostsofnotinvesting,theeffectofwhichcancompoundovertimeinthedigitalage.ECOM425-NIGEL VAZ (2021). Digital Business Transformation: How Established Companies Sustain Competitive Advantage from Now to Next John, Wiley & Sons IncAmazon famously spends more than $16 billion on research and development, reinvests revenue into future growth, and is relatively relaxed about how quickly its investments turn a profit.Short -termism : A consequence can be the avoidance of risk, the need to show ongoing and growing profits, to maintain PE ratios and EBITDA performance, and to deliver dividends accompanied by high share prices.
Talent ShortagesEstablishedcompany’sskillgapsareinAIanddatascience,notenoughexperiencedpeopletomeetthedemandforwhatare,andwillbe,vitalelementsofcompanies’potentialtoidentifyandrealizefuturecustomervalue.Theabilitytoattractandretainthebestdigitalandengineeringtalentisatwofoldchallengeforindustryleaders.•First,theyareincompetitionwithleadingdigitalbusinesseswhichmayalreadyhavestrongcultures,capabilities,andwaysofworkingandarethereforeattractiveemployersfortalententeringtheworkforce.•Second,thetechnologyskillsthatweneedinourorganizationsarechangingrapidly,andtheriskisinvestinginthewrongkindoftalent,orthatevenifyouinvestintherighttalent,youareunabletoretainthem.Needofcontinuousreskillingandupskillingyourexistingtalent.The World Economic Forum has estimated that at least 133 million new technology roles will have been generated globally between 2018 and 2022and that 54% of all employees will require significant reskilling and upskilling. Global organizational consulting and talent firm Korn Ferry estimates that, by 2030, the technology sector alone will have a skills shortage of 4.3 million workers.
ECOM425-NIGEL VAZ (2021). Digital Business Transformation: How Established Companies Sustain Competitive Advantage from Now to Next John, Wiley & Sons IncValues and Culture (and Purpose)•Acompanywithadistinct,deep,andunifyingcultureandvaluesisastrongcompany.•Acompany’scultureandvaluesareoftenareflectionofitsorigins,provenance,andfounders.•Asuccessfulorganizationtodayneedstoembodyaclearreasontoexist,inlinewithcustomerneeds.•Theabilitytoadaptandtransformtotherapidchangebroughtaboutbydigital,inordertoremainrelevantandprotectedfromcompetitiverisk,iscrucial.The culture and values that are defined and lived by a tight‐knit group of executives can manifest themselves as entrenched thinking and methods, which generate the greatest of brakes on transformative change.
ECOM425-NIGEL VAZ (2021). Digital Business Transformation: How Established Companies Sustain Competitive Advantage from Now to Next John, Wiley & Sons Inc“Not Invented Here”•Historicallysuccessfulcompaniestrytomirrorandrepeatthatmadeitsuccessfulinthefirstplace.Theyareatthegreatestriskoflosing.•Itistheirmarketleadershipandthepressuretosustainshort‐termgrowthinrevenueandprofitthatleadsthemtospurnnon‐orthodoxopportunities.•Adigitalentrantadoptsnewideasandexperimentedwithuntilanotherstrongideacomesalongthatimprovesuponwhatwentbefore.Orthodoxy is an obstacle, a great, muscular beast of an obstacle that will almost always stand obstinately between you and whatever it is you want to change.
Learning Objectives -Characteristics of a Digital Business•To know what the business serving, what problem solving, and for whom?•Understanding of your organization’s value to the customer, and consequently understand that value to the business.•To transform multidisciplinary covering everything from product and policy, to people, operations, and technology.•To become a technology company, regardless of the industry you operate in.•To use data and AI to constantly evolve and refine your businessECOM425 -E-Commerce Department
The Inconvenient TruthThe inconvenient truth is that most compa
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